More Than The Almighty Buck
Employee motivation studies suggest that if money is a
motivator (and that is a very big if,) it is generally only
effective for about six weeks. Granted, a salary increase or
bonus will pump up an employee’s attitude or performance for
a while. And yes, raises are important. But the raise
quickly becomes “what I’m worth,” and performance usually
reverts to the previous level.
While most employees would like more money – and could
easily find a way to use it – they are not as financially
motivated as they tell us. To be sure, there are many
workplace motivators besides “the almighty buck.” It is
important to balance rewards with results, and there are
many rewards and motivators that cost little or nothing.
Four strong motivators that consistently appear at the top
of employee wish lists are:
· Being acknowledged for things they do well;
· Feeling “in” on things;
· Challenging work; and
· Knowing management cares.
It’s no secret – people want to be appreciated, respected
and involved.
Unfortunately for many employees, the only interactions they
have with their leaders are corrective and perceived as
negative. As a leader, it is critical you make time to
solicit employees’ opinions and recognize their
accomplishments. You might think this approach would only
produce a positive response from “good” employees. Wrong!
Even “problem” employees respond to leaders who make them
feel useful and important.
Here is your challenge: Take five minutes every day to
“catch your employees doing something right.” Then, let them
know about it – recognize and acknowledge them. If you do
this in a sincere and realistic manner, your employees will
know you care, and they will appreciate the fact that you
noticed their contribution.
Those behaviors that are recognized are generally repeated.
If you want more of the appropriate behaviors, take the time
to notice with a verbal “pat on the back.” It is that
simple, and it doesn’t cost a thing.
A respected and recognized employee is usually an efficient,
happy, and committed employee!
Bob Bevard
Motivational Speaker
BB&A Seminars
210/695-2700
Copyright 2006 by Bob Bevard
Bob Bevard
Motivational Speaker
210/695-2700
When he’s on stage, you can feel the electricity in the room. “Outstanding!” That’s how thousands have rated Bob Bevard’s high energy presentations. Bob has mastered the art of motivating an audience by combining a just-right mix of practical, how-to applications with humor and thought-provoking insights. The result is an empowered group, armed with new and proven skills which they can put into action immediately.
Bob Bevard has delivered 2000+ keynote speeches and training sessions since 1982. Skilled in the analysis of problems and in the presentation of solutions, this one-of-a-kind speaker has served as a motivator and consultant to many diverse organizations: Fortune 500 companies, governments, universities, the military, associations, and small businesses.
Over the years Bob has:
Developed and customized dozens of seminar topics.
Created an intensive and highly successful two-week sales management course.
Co-created the role-playing negotiation game taught at various colleges.
Designed and implemented “train-the-trainer” seminars for the VA.
Wrote and starred in the videos:
Team Leadership-The Essentials of an Effective Leader
Team Leadership-Understanding and Building a Winning Team
On-Camera narration:
So, You Think You Want To Be A Supervisor?
Contact Bob today at 210/695-2700 to find out why so many of his clients invite him back again and again and to discuss how he can help you "help your people do what they do-better!"
Wednesday, November 22, 2006
Interviewing? Dr. Jekyll?
You Hired Dr. Jekyll but Mr. Hyde showed up to work?
Many people who conduct interviews are never trained in the
process. The implications and risks involved in this lack
of training are enormous.
One of the biggest mistakes made by interviewers and one of
the primary reasons for the Jekyll and Hyde phenomena is
that often people ask hypothetical questions and/or use the
same old tired questions that have been asked forever. The
paradigm shift is to create and ask behavior-based
questions.
If behavior-based questions are properly constructed, most
people can answer the questions-answers which give you a
much better picture of who the candidate really is. The
principle is simple: If they have done it before, they will
likely do it again.
Behavior-based questions, if they are well written, do not
telegraph the response you want. Behavior-based questions
often begin with “tell me about a time,” “share with me a
situation,” or “give me an example of....”
An example of a good behavior-based question: “Tell me
about a time when you found it necessary to break company
policy.” There are two basic responses to this question.
The first, “Oh, I would never break company policy under any
circumstances.” The second, “Well, I remember one time when
the customer needed .... Even though I bent the rules a
little bit, I took care of the customer and solved the
problem!” Both interviewees are proud of their answers.
But which one fits your needs? In either case, the answer
to that simple behavior-based question will give you an
insight into the individual’s philosophy and method of
operation.
The more behavior-based questions asked which focus on the
specific job requirements, the better your insight into who
and what the candidates are and which one will be the best
match for the position and your organization. Additionally,
by writing and vetting the primary questions in advance, by
asking the same base list of questions of every applicant
for the position, and by taking good notes, you
significantly lower your legal exposure to EEOC claims and
lawsuits.
High performing teams and successful organizations start by
making the right hire, the best hire possible. This begins
by using a well-structured interview process with great
questions.
Bob Bevard
Copyright 2006 by Bob Bevard
When he’s on stage, you can feel the electricity in the room. “Outstanding!” That’s how thousands have rated Bob Bevard’s high energy presentations. Bob has mastered the art of motivating an audience by combining a just-right mix of practical, how-to applications with humor and thought-provoking insights. The result is an empowered group, armed with new and proven skills which they can put into action immediately.
Bob Bevard has delivered 2000+ keynote speeches and training sessions since 1982. Skilled in the analysis of problems and in the presentation of solutions, this one-of-a-kind speaker has served as a motivator and consultant to many diverse organizations: Fortune 500 companies, governments, universities, the military, associations, and small businesses.
Over the years Bob has:
Developed and customized dozens of seminar topics.
Created an intensive and highly successful two-week sales management course.
Co-created the role-playing negotiation game taught at various colleges.
Designed and implemented “train-the-trainer” seminars for the VA.
Wrote and starred in the videos:
Team Leadership-The Essentials of an Effective Leader
Team Leadership-Understanding and Building a Winning Team
On-Camera narration:
So, You Think You Want To Be A Supervisor?
Contact Bob today at 210/695-2700 to find out why so many of his clients invite him back again and again and to discuss how he can help you "help your people do what they do-better!"
Many people who conduct interviews are never trained in the
process. The implications and risks involved in this lack
of training are enormous.
One of the biggest mistakes made by interviewers and one of
the primary reasons for the Jekyll and Hyde phenomena is
that often people ask hypothetical questions and/or use the
same old tired questions that have been asked forever. The
paradigm shift is to create and ask behavior-based
questions.
If behavior-based questions are properly constructed, most
people can answer the questions-answers which give you a
much better picture of who the candidate really is. The
principle is simple: If they have done it before, they will
likely do it again.
Behavior-based questions, if they are well written, do not
telegraph the response you want. Behavior-based questions
often begin with “tell me about a time,” “share with me a
situation,” or “give me an example of....”
An example of a good behavior-based question: “Tell me
about a time when you found it necessary to break company
policy.” There are two basic responses to this question.
The first, “Oh, I would never break company policy under any
circumstances.” The second, “Well, I remember one time when
the customer needed .... Even though I bent the rules a
little bit, I took care of the customer and solved the
problem!” Both interviewees are proud of their answers.
But which one fits your needs? In either case, the answer
to that simple behavior-based question will give you an
insight into the individual’s philosophy and method of
operation.
The more behavior-based questions asked which focus on the
specific job requirements, the better your insight into who
and what the candidates are and which one will be the best
match for the position and your organization. Additionally,
by writing and vetting the primary questions in advance, by
asking the same base list of questions of every applicant
for the position, and by taking good notes, you
significantly lower your legal exposure to EEOC claims and
lawsuits.
High performing teams and successful organizations start by
making the right hire, the best hire possible. This begins
by using a well-structured interview process with great
questions.
Bob Bevard
Copyright 2006 by Bob Bevard
When he’s on stage, you can feel the electricity in the room. “Outstanding!” That’s how thousands have rated Bob Bevard’s high energy presentations. Bob has mastered the art of motivating an audience by combining a just-right mix of practical, how-to applications with humor and thought-provoking insights. The result is an empowered group, armed with new and proven skills which they can put into action immediately.
Bob Bevard has delivered 2000+ keynote speeches and training sessions since 1982. Skilled in the analysis of problems and in the presentation of solutions, this one-of-a-kind speaker has served as a motivator and consultant to many diverse organizations: Fortune 500 companies, governments, universities, the military, associations, and small businesses.
Over the years Bob has:
Developed and customized dozens of seminar topics.
Created an intensive and highly successful two-week sales management course.
Co-created the role-playing negotiation game taught at various colleges.
Designed and implemented “train-the-trainer” seminars for the VA.
Wrote and starred in the videos:
Team Leadership-The Essentials of an Effective Leader
Team Leadership-Understanding and Building a Winning Team
On-Camera narration:
So, You Think You Want To Be A Supervisor?
Contact Bob today at 210/695-2700 to find out why so many of his clients invite him back again and again and to discuss how he can help you "help your people do what they do-better!"
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